Report on Drugs Strategy; Implementation & the BME

Prison Population (HMP Latchmere House)

Abd Al-Rahman
Drugs and Diversity Advisor
HMPS (London Area)

February 2004
 Contents
Page

1 Introduction 1

2 Objectives 1

3 Key Targets 1–2

4 Methodology 2

5 Meetings with key Stakeholders 3

6 Latchmere House Drug Strategy Team 3-4

7 CARAT Service – HMP Latchmere House 4-5

8 Mapping of Treatment Pathways at HMP Latchmere House 5

9 Latchmere House statistics and Monitoring Systems 6

10 Race Relation and Diversity 6-7

11 Workforce Planning Issues in the Substance Misuse Sector in London 7-8

12 The RRAA 2000 and the BME prison population in Feltham 8-9

13 Conclusion 10

14 Recommendations 11 - 12

15 References & Literature Review 13

16 Appendices 14 - 22

ii
1. Introduction

1.1 The Federation has been established as a national, membership body

actively supporting the needs of BME professionals in the drug and
alcohol field and their communities. The Federation also acts in a
consultant advisory capacity to central government, informing the
Updated Strategy (2002) from a culturally sensitive standpoint. The
Federation have established regional committees to support regional
government, other strategic partnerships and BME drugs & alcohol
professionals to address the aforementioned gaps and meet the targets
informed by the ten year drug strategy and updated strategy 2002, carried
forward through its key drivers (Drug Strategy Directorate, National
Treatment Agency, HM Prison Service, Drugs Action Teams, Crime
Reduction Partnerships etc). The Federation, through its regional
committees, will support the aforementioned stakeholders to deliver
joined up and inclusive services which meet the support needs of the
‘whole community’.

1.2 The regional structure is based on government models of best practice,

which allow for the step-organic model of change management as detailed
in the ‘Change Here’ booklet produced by the Audit Commission. The
Federation will ensure the drug and community safety related needs of
BME communities and wider communities are represented locally,
regionally and nationally.

2. Objectives

2.1 This report seeks to inform HM Prison Service (London Area) and The
Federation (London) Regional Management Committee (RMC) of the
contractual outcomes achieved to date. This report represents
performance of the Drugs and Diversity Advisor (London Area) in
relation to the contractual outcomes for the period October 2003 –
December 2003.

2.2 The Outcomes to date can be measured by the requirements of the Key
Targets agreed with between HMP (London Area) and The Federation, for
the period outlined above. 1

3. Key Targets

3.1 Key Target 2

Review Area and DSU data collection on BME use of drugs services.

1
See Key Targets and Work Programme (Appendix 0.01)

1
3.2 Key Targets 3.
Review and evaluate service diversity training for service, employed staff.
• Visit 6 named establishments; report on findings

3.3 Key Target 4.

Offer the contract drug services consultation and support their training
needs and operational considerations to assist complying with the prison
service duties and policies on diversity

• Produce and distribute letter of introduction to Service Managers of

contract agencies (1) explaining context of prison service work, rationale
and (2) offering Federation consultancy services2

• Make recommendations on any necessary systems improvements.

Highlight any indicated service shortfall or trends to be reviewed by
steering group.

• Equality Health Check Process Update3.

• Information gathered during the visit also pertains to the Prison service
Diversity training. This feedback will be included in a separate document
focusing on Prison Service Diversity training and training needs of
CARAT service providers after conducting a training needs analysis.

4. Methodology.

4.1 a). Meetings with key stakeholders to consider culturally sensitive service
provision4 in order to consider the service provision in relation to BME
prisoners in HMP Latchmere House. b). A mapping exercise to establish
existing pathways and services available to drug using inmates (i.e.
throughcare). c). Review of HMPS (London Area) prison statistics and
monitoring systems. d). Consideration of workforce planning issues
across the substance misuse sector; recruitment, retention and training of
BME professionals. e). Consideration of the implications of the Race
Relations Amendment Act (2000) in respect of the BME prison population
in HMP Latchmere House. Culminating in a set of recommendations,
which aim to assist the process of developing equitable, and quality
service provision for BME inmates alongside the HMPS (London Area)
Equality Health Check process and findings from the national CARAT
service review.

2
See letter of introduction (Appendix 0.02)
3
See Equality Health Check Update
4
See list of meetings (Appendix 0.03)

2
5. Meetings with Key Stakeholders

5.1 Informal meetings with key stakeholders were held during the 15th – 17th
December 2003. Discussions took place pertaining to the impact of the
drugs strategy and intervention in relation to BME prisoners at HMP
Latchmere House. The meetings were made as informal as necessary to
facilitate the exchange of varied perspectives held by those concerned.

6. Latchmere House Drug Strategy

6.1 The S.O. responsible for Drug Strategy and Security has been in post for
seven months. It was stated that the whole prison is a VTU because
inmates enter the establishment drug free after application and selection
only.

6.2 As is the case in some other prisons, issues of BME related access and
analysis of data was seen, within the context of the prison, as divisive and
giving preferential treatment to a section of inmates above others. It was
stated that all inmates are treated the same and no one gets preferential
treatment.

6.3 The Drug Strategy Co-ordinator confirmed that the CARAT team have not
been completing monitoring forms. After this it was said that, “stats are
produced but they are not very effective”. It was also said that, “there are
few release plans and other paperwork but in the next couple of months it
will all come together.”

6.4 It was stated that Diversity training is mandatory in the prison but not all
staff have been on this training. In regard to Diversity training it was
stated that, “teaching people to suck eggs makes them angry and
ramming things down your throat makes them angry”. From this it was
clear that previous training was not well received. The starting point
should be, according to the DSC, that “we are all people.”

6.5 The DDA attended a Housing meeting that highlighted the issue of
resettlement and the problems that occur for inmates on prison exit. There
was no specific BME focus within this meeting so the bulk of what was
discussed is left out of this report. However, housing appears to be the
number one issue for all inmates. An inspection5 of the prison in August
2003 highlighted the following:

“Resettlement was primarily focused on gaining paid employment in the

community, and prisoners tended to see resettlement and paid employment as
synonymous.” P.16

5
Unannounced inspection of HM Prison Latchmere House, August 2003

3
 “An effective resettlement strategy, based upon the needs of all prisoners
should be developed and implemented as soon as possible.”

6.6 With regard to the above the DSC stated that, “inmates address drug use,
offending behaviour, get a job, etc. in Latchmere House but everything
pivots on housing”.

7. CARAT Service – HMP Latchmere House

7.1 The CARAT team in Latchmere House is made up of 1 full time male
worker and a part-time female worker. Another CARAT worker is due to
join the team in the new-year. The service manager is not based within the
prison. Inmates access the team for a wide range of advice and support,
i.e. filling in forms, housing advice and work/study related issues. It was
stated that at Latchmere House the inmates come to the CARAT team
through MDT’s, VDT’s and self-referrals rather than the team having to
seek them out.

7.2 The DDA was informed, after requesting statistical data, that the CARAT
team don’t have any. It was reported that forms have been given to the
team but they have had no time to fill these in. It was also stated that time
is not available to write up client notes. As a result no BME data was
gained. As well as this it was said that there have been no requests from
the London Area Office for data and there are no KPT’s. A former interim
manager discussed ideas and recommendations for KPT’s with the team,
however, it was stated that nothing came through officially.

7.3 The DDA was informed that there are plans to change this situation. The
Manager of the service is scheduled to have a restructuring meeting in the
New Year. As well as this a new staff member was said to be joining the
team soon.

7.4 The CARAT team equated the prospect of a more structured approach in
terms of time management as having a negative impact upon their
relationship with inmates. For example, inmate times are not necessarily
set up in way that enables set access times throughout the day mainly due
to many inmates leaving the prison in order to work. It was said that if
there was a more ‘professional’ set-up this may turn many inmates off and
what is needed is a relaxed atmosphere that enabled inmates to access the
team when they required.

7.5 Communication within the prison was said to be “appalling”. An example

of this are cases where inmates leave the prison on short notice without
the team being informed, later finding out after word gets around the
prison that they have gone. The prison was said to be “60% punishment
and 40% rehabilitation.”

4
 The lack of anger management courses, Enhanced Thinking Skills and
self-awareness training were said to be gaps in provision that needed to be
filled.

7.6 The CARAT team felt that race relations within the prison were good but
more staff from BME communities was needed. Lastly, the team has had
no training in Diversity.

8. Mapping of Treatment Pathways at HMP Latchmere House

Fig. 1

5
9. Latchmere House Statistics and Monitoring Systems

9.1 The information in figure 5 was gained from Latchmere House Race
Relations Monitoring Teams Monthly Report.

Fig.5.

Total Latchmere House prison 193

population November 2003
BME prison Population 36.79%
Asian 13 (6.74%
Black 45 (23.32%)
Other 13 (6.74%)

Staff Asian 3 (3.90%)

Black 5 (6.49%)
Other 1 (1.3%)

10. Race Relations and Diversity

10.1 The Race Relations Liaison Officer informed the DDA that the ethnic
monitoring classifications are not in line with census categories. However,
at the end of November 2003 Latchmere House had 36.79% BME inmates.
It was also stated that the Race Relations Management team includes 3
inmates.

10.2 The RRLO 8 hours per week devoted to his role but stated that this is not
enough to carry out the job properly. Due to this and the short notice
given London Area Diversity meetings were not usually attended leaving
the officer uninformed about developments and away from vital support.

10.3 It was stated that a company by the name of Ionnan provided training for
officers who were identified for facilitating Diversity training. It was also
said that the Prison Service training college through the Diversity Group
put the Diversity training package together.

10.4 The RRLO once facilitated Diversity training on his own and stated that
he would not do this again. Two workers are required in order to cope
with the “flak” given by participants because, it was said, staff are fed up
with Diversity training. As a result of this the RRLO informed the DDA
that changes should occur to make this training better.

10.5 The RRLO said that he is not well informed in regard to equal
opportunities and further stated that, “things would not change for a long
time because people would always discriminate on the basis of race and if

6
 not race then religion or something else.” It was said that at times the role
of RRLO was allocated to officers without real knowledge and passion of
the area.

10.6 Staff in regard to staff make-up was said to be difficult to address at the
prison due to its distance from the centre of London and the resulting lack
of BME officers coming forward for posts.

10.7 Drug related issues impacting on race relations was said to be non-
existent.

11. Workforce Planning Issues in the Substance Misuse Sector in London

11.1 Much of the information gathered throughout the process of this visit
suggests that workforce developmental issues, present a significant
challenge to HMP Latchmere House in relation to the successful
implementation of its drugs strategy. As a consequence of this exercise, it
has been established that HMP Latchmere House should not consider the
implications of equitable drugs treatment and service provision in
isolation, but within the broader context of challenges faced across the
substance misuse sector as a whole within the capital. Health Works UK’s6
findings regarding the recruitment and retention of staff in the substance
misuse field also supports this view. They describe the issue of
recruitment and retention as:

“A national problem, largely due to overall shortages across the health and
social care professions…the rapid development of the drug treatment sector –
with new criminal justice interventions developing alongside the expansion
of drugs commissioning and policy – has exasperated these pressures. Many
agencies reported difficulties retaining staff due to new opportunities
elsewhere. Such pressures are unlikely to diminish… Estimates suggest that
the number of drug treatment specialists will need to increase by up to 50 per
cent in the next five years to meet demand”

11.2 It should be noted that London demonstrates consistently higher rates of

drug use than any other region in the U.K7 The Mayor for London
established the Greater London Drug and Alcohol Alliance (GLADA)8
who in 2001 agreed that the crisis in recruitment, retention, training and

6
Health Works (UK) is a National Training Organisation for the health sector. They are currently
developing national occupational standards for people working in the drug and alcohol sector.
7
Audit Commission – Changing Habits (2002)
8
GLADA is a London based partnership alliance established to provide a mechanism to tackle London
wide problems and to promote better co-ordination of policy and commissioning of drug and alcohol
services

7
 workforce planning faced by the sector in London should be addressed as
a matter of priority. As a first step, GLADA commissioned the Cranfield
School of Management to undertake a systematic assessment of workforce
requirements. The information generated by the assessment is
beingutilised to develop a human resource action plan for the specialist
drug and alcohol sector in London. The Federation are members of
GLADA.

11.3 London and the South East of England have long been “hotspots” for
recruitment difficulties and for pressures on all aspects of employment.
Therefore, an important aspect of the research programme was to form an
overall demographic profile of the sector in London. The Training Needs
Analysis has generated a reliable profile of age, gender and ethnicity for
different areas of the workforce population. Its findings are as follows.

In the area of service delivery (TNA A) the population breaks down

broadly as:

• 69% White, 16% Black and 7% Asian

• For managers (TNA B) the same three broad groups break down as
75% White, 13% Black and 7% Asian
• There is a small disparity between the practitioner ratio and
manager ratio that implies ethnic minority workers, particularly
from a black background, may have more difficulty progressing to
management levels
• Ethnicity profiles for commissioners indicate an entirely White
sample
• The community care assessors profile is 78% White
• Gender profiles for practitioners reveal a majority of Female
workers, the ratio being 61% Female and 39% male
• In the managers sample there are 45% Male and 55% Female

11.4 The National Treatment Agency has committed to recruiting an extra 3000
practitioners into the drugs treatment workforce, a significant number of
which will be recruited from BME communities. Between 1991 and 1993 a
much smaller increase in BME employees in the drugs field led to a 30%
increase in disciplinaries involving BME staff. It is generally recognised
that the majority of services have not developed the policies, processes,
structures and professional competencies to deal with the challenges that
will come with an increasingly diverse workforce and the communities
within which they serve.

12. The Race Relations Amendment Act (RRAA2000) & the BME prison
population in HMP Latchmere House

12.1 ‘Institutional racism consists of the collective failure of an organisation to provide

appropriate and professional service to people because of their colour, culture or
ethnic origin. It can be seen or detected in processes attitudes and behaviours

8
 which amount to discrimination through unwitting prejudice, ignorance,
thoughtlessness and racist stereotyping which disadvantage minority ethnic
people’. MacPherson

12.2 The Task Force Review Report, NTA HR Strategy; Developing Careers,
Updated Drug Strategy (2002), and National Scoping Study9; Delivering
Drug Services to Black and Minority Ethnic Communities (Home Office),
state clearly that the drug related needs of BME communities and BME
professionals in the drugs field have not been met by drugs service
commissioners and drug service providers.

12.3 Lack of cultural competence (absence of culturally sensitive treatment

modalities, lack of competent management support and developmental
opportunities for BME staff), ineffective needs assessment/consultation
with BME communities, inadequate HR/Performance Management
Frames, inadequate data collection systems (ethnic monitoring is
particularly poor), research gaps in relation to the specific needs of BME
drug users and inadequately trained staff, particularly in relation to
diversity, have been sighted as key areas in need of development if BME
communities are to experience equitable access to drugs services and
equal opportunity in the appointment to and development in professional
roles within the drugs field10.

12.4 The Federation Equality Health Check currently being carried out on
behalf of London Area will recommend any necessary training, policy
and/or procedural development that is required including a full race
equality specific training needs analysis. The EHC uses an assessment tool
that is DANOS and QuADS compliant and designed to compliment the
RRAA(2000) related audit tools developed by local authorities, PCT’s and
Criminal Justice Services across the country. The findings will be
consolidated in a confidential report to HMP London Area.

9
Sangster D, Shiner M, Patel K and Sheikh N (2002)
10
Ahmun V, 2000

9
13. Conclusion

BME inmates at Latchmere House view the CARAT team as a vital and
effective part of prison experience. This is due to their accessibility and the
way in which the team seeks to connect with inmates in order to assist
them with issues of concern. The team spend most of their time assisting
inmates with issues that are not directly drug related. This, alongside the
nature of the establishment (resettlement prison) illustrates the vast
difference between the day to day CARAT work within Latchmere House
compared to other establishments.

The team has failed, however, on the monitoring of inmates accessing

their service and evaluating/evidencing the effectiveness of intervention.
All involved in drug strategy shares this failing as it has been allowed to
proceed for a protracted period. As a result, the gathering of specific data
regarding BME up-take of provision has not been possible.

Diversity training has been highlighted as unproductive as far as how

officers receive it is concerned. This is evidenced by the RRLO who has 8
hours in which to devote to his role. As well as this the connection
between drugs and diversity is not evident within the prison.

10
Recommendations________________________________________________

1 Latchmere House Drugs Strategy Group

1.1 Issues pertaining to Diversity and BME inmates within Drug Strategy
Meetings are often seen as confusing to discuss due to a lack of knowledge
of just how the areas play a role. This is especially so if the attendees are
themselves unrepresentative of the prison population. As a result
Diversity and BME inmates, if agenda items, usually translate into a brief
look at statistical data coupled with the statement, “our services are open
to everyone”, meanwhile gaps and service provision related shortfalls go
unnoticed. There needs to be mainstreaming of the Diversity agenda
within Drug Strategy meetings as a standing agenda item or within
service updates to be evidenced within minutes. However, before this can
occur in a meaningful way consultation needs to occur with those
involved in drug strategy to assist them in a better understanding of what
to look for and options for change.

Resettlement remains a key factor highlighted by inmates. This report

echoes the recommendation stated within the unannounced inspection of
the prison in August 2003:

“An effective resettlement strategy, based upon the needs of all prisoners should
be developed and implemented as soon as possible.”

Prison Officers in general should be offered training in drug related issues

in order for them to work alongside and as part of the prison drug
strategy

3. CARAT Service – HMP Latchmere House

The CARAT team must ensure that service provision is monitored so that
proper evaluation can take place. The management of the team must be
questioned in relation to this to ensure that the contract organisation has
the mechanisms in place to ensure that this is carried out to the required
standard so that service users as a whole have access to quality provision.

In light of the nature of Latchmere House (resettlement prison) compared

to other establishments a clearer definition is required as to what is
expected of the CARAT team in terms of service provision. A more
structured approach to their work does not necessarily mean a less client
centred approach as the team fears. Structure needs to be applied to the
way the team works as well as the nature of the work. For example, Set
times need to be worked out for client access to particular provision and
the completion of paperwork while keeping an approach that feels less
formal for inmates than other prisons in the London area.

11
 The CARAT team requires key performance targets, in particular, around
groupwork and other areas that are in tune with the nature of the prison.

6. Race Relations and Diversity

There is no evidence that Diversity training is having a positive impact on

staff within the prison. Statements by the Drug Strategy Co-ordinator and
the RRLO illustrate underlying issues from an officer perspective towards
the subject matter that echo feelings within other establishments. There is
a need for further training for trainers across the prison estate.

Work needs to take place that will enable the area of Race
Relations/Diversity to dovetail with that of drug strategy/intervention.
The starting point for this could be training and the identification of
specifics points at which the dovetail occurs as a reference for prison staff.

7. Workforce Planning/Cultural Competence

The Prison service working with The Federation to develop a Diversity

Manual – ‘Identity & Difference’ for a bespoke diversity training
programme would bring about a change in the perception to such training
by service staff and providers. Excellent feedback has already been
received from contact services in regard to Identity & Difference training
facilitated in 2003.

Prison service staff and providers working with BME inmates would
benefit greatly from the provision of leadership and management training.

12
References & Literature Review

1) Home Office – ‘Findings 186. Prisoners’ drug use and treatment: seven studies’
2) Home Office – ‘Prison Population Brief’
3) Home Office online report 33/03 – ‘Differential substance misuse treatment
needs of women, ethnic minorities and young offenders in prison: prevalence of
substance misuse and treatment needs’.
4) Home Office DSD – Updated Drug Strategy 2002
5) Home Office – ‘Tackling Crack – A National Plan’
6) NTA/COCA – ‘Treating crack and cocaine misuse - A resource pack for
treatment providers’
7) NTA – ‘Models of Care’.
8) CRE – ‘Race equality in prisons’ (2003).
9) CRE – ‘The duty to promote race equality. Performance guidelines
10) CRE – ‘Public procurement and race equality’.
11) CRE/HM Prison Service – ‘Implementing Race Equality in Prisons’.
12) HM Prison Service performance rating system. 2nd Quarter 2003/04.
http://www.hmprisonservice.gov.uk/corporate/dynpage.asp?Page=950
13) a. Prison Drug Strategy – detailed initial impact assessment (CARATs).
b. Prison Service impact assessment (Reception).
http://www.hmprisonservice.gov.uk/life/dynpage.asp?Page=807
14) Sangster D, Shiner M, Patel K and Sheikh N (2002) – ‘National Scoping Study’
15) Audit Commission – ‘Changing Habits’
16) DOH - ‘Drug Misuse and Dependence – Guidelines on Clinical Management’
(1999)
17) NTA for Substance Misuse - RRAA 2000 – Implementing good practice
18) Home Office - development and practice Report – ‘The Substance misuse
treatment needs of minority prisoner groups: Women, young offenders and ethnic
minorities’ (2003)
19) Audit Commission – ‘Change Here!’ (2001)
20) Select Committee on Home Affairs Second Special Report - ‘Drugs and
Prisons’ ( 2000)
21) The MacPherson Report
22) Belbin – ‘Organisational Behaviour’ p.96 (1981)
23) HM Inspectorate of Prisons – ‘An unannounced inspection of HMP
Latchmere House (August 2003)

13
 Appendix 0.01

The Federation

Abd Al-Rahman – Diversity & Drugs Adviser (London Prison Service)

Work Program (21st October 03 – March 04)

Key: Area Drugs Coordinator (ADC) Chief Executive Officer (CEO), Head of
Consultancy (HC), Drugs & Diversity Advisor (DDA), National Training
Officer (NTO).

Action Target Date Comment

.
Identify Mentor/Coach for external support and supervision 28th November Essential
03 requirement
(1) Support/advise steering group in relation to issues
pertaining to diversity and drugs in prisons

• Organise, coordinate and minute meetings,

disseminate information TBA – after DDA/Prison Service
second meeting (PA)
with Huseyin
• Produce quarterly reports
(December, March) 17th Dec 03
and 29th March
DDA
04
) Review all existing area and DSU data collection
on BME use of prison drugs services

• Review transcripts of Focus groups and produce 31st Oct. 03

report of key findings
DDA/HC
st
• Review findings and responses to Action 31 Oct. 03
Research questionnaire.
DDA/HC
• Visit HMPS London Area Office and access Week
intranet (1 full day). commencing
DDA
3rd Nov.03

• Highlight any indicated service shortfall or trends. 31st October

Report findings (plus Focus groups, Action 2003/ongoing
DDA,
Research) to ADC, Steering Group, FSC, FCEO

(3) Evaluate Training needs and develop training

pack for service employed staff

• Develop, disseminate, evaluate training needs January 2004

questionnaire. February

14
 questionnaire. February DDA, HC,NTO

• Make recommendations to steering group February 2004

DDA, CEO, HC

(4) Review and evaluate service diversity training for service

employed staff

• Organise Federation Diversity Training Session February 2004 DDA, HC

“Identity & Difference” for prison drug service
staff

• Disseminate Evaluation forms, collate and February 2004 DDA, HC

feedback

• Make recommendations for further training. February/March DDA, CEO, HC

2004
(5) Offer the contract drug services consultation and support
their training needs and operational considerations to assist
complying with the prison service duties and policies on
diversity

• Produce and distribute letter of introduction to

Service Managers of contract agencies (1) 7th November DDA, CEO, HC
explaining context of prison service work, 2003
rationale and (2) offering Federation consultancy
services

• Visit 6 named establishments on at least two

occasions each. by 9th January DDA
2003
• Make recommendations on any necessary
systems improvements. Highlight any indicated 19th January CEO, HC, DDA
service shortfall or trends to be reviewed by 2004
steering group

• Follow up letter to Chief Executives of contract

agencies in conjunction with ADC to arrange 15th January DDA, CEO, HC
meetings with Contractors CEO’s & CEO, HC 2004
following completion of the Equality Health
Check Process

• Inform development of audit tool to

establish awareness and practice pertaining TBA DDA, CEO, HC
to prison service duties and diversity

Notes – Abd Al-Rahman, as discussed - fortnightly

supervision is an essential criteria as well as your
identifying an appropriate individual to provide you with
professional mentoring and coaching

15
 (Appendix 0.02)

Dear ,

I am writing to inform you of work that is taking place within the London Area prison
service in relation to drug strategy/intervention and BME inmates.
The Prison Service London Area Office has funded The Federation of Black and Asian
Drug and Alcohol Professionals for the post of Drugs and Diversity Adviser. The
Federation is a national organisation established to support the needs of Black and
Minority Ethnic (BME) professionals in the drugs, alcohol and related sectors, and their
communities. The Federation acts in a consultant advisory capacity to central
government; Drug Strategy Directorate (DSD) Drugs Prevention Advisory Service
(DPAS), National Treatment Agency (NTA) etc. Informing the updated, National Drug
Strategy, from a culturally sensitive standpoint.

The role of Drugs and Diversity Adviser entails the following:

1. Support and advise the Area Drugs Co-ordinator, the Federation and the HMPS
(London Area) Diversity steering group in relation to issues pertaining to
diversity and drugs within the London area prisons.

2. SAMPLE
Review Area and DSU data collection on BME use of drugs services.

3. Review and evaluate diversity training for service employed staff.

4. Evaluate Training needs and develop training pack for service employed staff

5. Offer contract drug services within the London area prisons, consultation and
support with their training needs and operational considerations to assist
compliance with prison service duties, race equality and diversity policies

In order to carry out these responsibilities I have been visiting HMP’s Wormwood
Scrubs, Wandsworth, Latchmere House, Pentonville, Brixton and Feltham to meet with
service providers and others to gain insight into what services are available, to what
extent BME inmates access them and how these services work with these inmates. The
task is one that aims to advise and assist services wherever necessary in order to
further enhance the quality of practice.

I have already attended after which I had a chance to briefly

introduce myself to . I am now booked to attend various meetings at
between the .

If you require any further information regarding this work please call me at The
Federation.

Yours Sincerely,

Abd Al-Rahman
Drugs and Diversity Adviser

16
 (Appendix 0.02i)

The letter overleaf was sent to the following Area Managers/Directors of Drug
services within London area prisons

HMP Brixton

Adrian Davies
Area Manager
CRI
1st Floor Lorenzo Street
Kings Cross
London
WC1X 9DJ

CARATs Brixton and Wormwood Scrubs

Peter O’Loughlin
Area Manager
Cranstoun Drug Services
112 – 134 Broadway House
The Broadway
Wimbledon
SW19 1RL
______________________________________________________________________

HMP Feltham/Latchmere house (South Staffordshire – CARATs)

Alistair Sutherland Director of Inclusion, Drug and Alcohol Services

20 Mill Lane
Yately
Hants
GU 46 7TN
alistair.sutherland1@ntlworld.com

______________________________________________________________________

HMP Wandsworth

Joe Bernadello
Director of Operations South
RAPt
Riverside House
27 – 29 Vauxhall Grove
London
SW8 1SY
0207 582 4677
0207 820 3716 fax
info@rapt.org.uk
www.rapt.org.uk

17
CARAT
Peter O’Loughlin
Cranstoun Drug Services
112 – 134 Broadway House
The Broadway
Wimbledon
SW19 1RL
______________________________________________________________________

HMP Wormwood Scrubs

Andy Hillas
Area Manager
Turning Point
100 Christian Street
London
E1 1RS

0207 265 2010

andrew.hillas@turning-point.co.uk

HMP Pentonville

Andy Hillas
Area Manager
Turning Point
100 Christian Street
London
E1 1RS

0207 265 2010

Andrew.hillas@turning-point.co.uk

18
 (Appendix 0.03)

Name Position Date visited

Neil Aziz CARAT Worker – South 17th December
Staffordshire

CARAT Worker 16th December

Peter Dowling RRLO 16th December

5 inmates 15stDecember

Brian Pinney S.O. Drug Strategy Co- 17th December -

ordinator.

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 (Appendix 0.04)

Questions asked during meetings

The following questions acted as a guideline and directional prompt They were
asked within the framework of a semi-structured discussion. Questions asked
were based on relevancy to the staff member and their role.

• What is the ethnic breakdown of those referred?

• Are there mechanisms for inmate feedback?

• What are the drug related outcome targets?

• What are the KPT’s?

• How are inmates assisted at the prison exit stage? (links with outside
agencies,etc).

• What has been done previously to address any BME unmet needs?

• Treatment service policies – On Diversity and Eq. Opps. How are they made
live?

• Can you outline staff training in relation to Diversity?

• Do services feel that provision is sensitive to cultural differences?

• Do services feel that they meet BME inmate diverse needs? If so, how?

• How do they assess how well they are doing in relation to the above?

• How does the Race/Diversity agenda play a role in the Drug Strategy Group?

• Does a Race Relations Officer/Diversity lead attend Drug Strategy meetings?

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 (Appendix 0.05)

1. Inmate perspectives

A group was held with 5 inmates who had all had previous contact with
the CARAT team. Notes were taken during the group, the main details of
which are as follows.

“The system here is better than other prisons, there’s no waiting for weeks
(to see the CARAT team). The CARAT team deals with a range of issues. If
they weren’t there no-one else would fill the gap. I’ve had lots of
experience with the CARAT’s…They’re frowned upon by officers.”

“When I was in Brixton my name was down to see the CARATs…I left the
prison before seeing them.”

“In Latchmere there are less inmates so the CARATs have time for us.
Other prisons have them but you don’t see them. In other prisons some
people just see them just to get out of their cell. At Latchmere the CARATs
helped me 100%.”

“At Chelmsford the CARATs are no good. I done a RAPt course and
they’re a more serious organisation in terms of helping with problems.”

“If you get a job it can take 3 or 4 weeks for officers to do the paperwork,
there are lots of blocks. Officers at times phone interviews and tell them of
offences committed to put them off. Some officers resent you making
more money than them.”

“Officers don’t like you bettering yourself. Things have got harder here.
Obstacles are there like if you get a job 3 weeks are taken to do you’re
paperwork so you loose the job.”

“For job club if you haven’t found a job within a certain amount of time
you’re taken off it.”

“For housing nothing is done at Latchmere. It’s lie if you’re working you
should just pay your rent. But a third of your money can just go on
travelling.”

“If you’ve got nowhere to live you easily fall back into crime and the
hostels are full of drugs.”

“There are definitely race issues here. With some officers I put it down to
racism. One person had to go through hell to get to the workshop. One
officer definitely has a problem. I asked for a signature to help me get into
college. There were delays and being told to wait till tomorrow. I went to

21
another officer to complain but the officer in question was off for the rest
of the week when he said he would sign it tomorrow.”

“The racism is an undercurrent rather than in your face. I’ve heard

officers making comments. They get you on paperwork or in other ways.
A Black female officer has had racism herself. You (DDA) won’t see it. The
CARAT workers are the best thing in the prison ‘cos they don’t judge
you.” White inmate.

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